RGL Consultants

The success of an organization can be directly attributed to the quality of its employees. This success does not happen by accident nor does it occur without the right ingredients.  Developing quality employees relies on a combination of natural talents, motivation to succeed, knowledge, vision, direction and most importantly, proper coaching. 

To be clear, coaching is not mentoring and mentoring is not coaching.  However, times exist where the two approaches overlap or are used in conjunction with one another.

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Running an organization is dependant on both business strategy and on the talent within the organization.  Today’s leaders are beginning to put more emphasis on developing talent/future leadership for long term organizational performance.  To be successful, there must be a correlation between the organization’s business priorities and their talent development strategy.
 
Organizations should seek future leaders from the existing employee pool who consistently achieve high levels of performance in all core competencies, with special attention to those who align with and reflect the vision of the organization.  Once these individuals are identified, an assessment against a custom set of leadership competencies should be undertaken and a development plan crafted to challenge and cultivate the employee. 
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Most managers bristle at the thought that it is again time to go through the laborious and seemingly thankless task of completing the annual Performance Appraisal for each of their employees. Managers have been told (even if not convinced) that this is an essential component of a fair and equitable pay-for-performance program; tying this effort to pay increases as the determining factor in the distribution of precious dollars to keep and motivate their valued staff members.

A few critical points to support my thesis that the traditional Performance Appraisal process may not be appropriate in your organization and does not necessarily produce the positive results intended: read more »